Electronic Customer Relationship Management and SME Marketing Practice

Value Propositions ◽

The Creation ◽

Evidence suggests that small to medium sized enterprises (SMEs) have failed to capitalize on the Internet to facilitate the management of customer relations (e-CRM) and the creation of competitive advantage (Chen & Popovich, 2003; Geiger & Martin, 1999; McGowan et al., 2001; O’Toole, 2001). This is attributed to a lack of influence, time, finance and specialised knowledge, (Carson & Gilmore, 2003) coupled with the reality that most Information Systems and Technology models and tools have been developed from the perspective of the large firm (Maguire et al., 2007; Poon & Swatman, 1999). Despite such constraints, it is posited that by exploring the components of e-CRM in the unique context of SME business and marketing practice that a natural synergy exists between e-CRM and SME marketing in the creation of value propositions. Specifically this is addressed through the two contributing constructs of SME marketing; namely entrepreneurial marketing and network marketing (Carson & Gilmore, 2000).

Electronic Customer Relationship Management and SME Marketing Practice

International Journal of E-Adoption ◽

10.4018/jea.2009100105 ◽

2009 ◽

Vol 1 (4) ◽

pp. 95-110 ◽

Cited By ~ 1

Author(s):

Fiona McMahon ◽

Aodheen O’Donnell

Keyword(s):

Large Firm ◽

Customer Relations ◽

Customer Relationship ◽

Network Marketing ◽

Marketing Practice ◽

Value Propositions ◽

The Creation ◽

Evidence suggests that small to medium sized enterprises (SMEs) have failed to capitalize on the Internet to facilitate the management of customer relations (e-CRM) and the creation of competitive advantage (Chen & Popovich, 2003; Geiger & Martin, 1999; McGowan et al., 2001; O’Toole, 2001). This is attributed to a lack of influence, time, finance and specialised knowledge, (Carson & Gilmore, 2003) coupled with the reality that most Information Systems and Technology models and tools have been developed from the perspective of the large firm (Maguire et al., 2007; Poon & Swatman, 1999).Despite such constraints, it is posited that by exploring the components of e-CRM in the unique context of SME business and marketing practice that a natural synergy exists between e-CRM and SME marketing in the creation of value propositions. Specifically this is addressed through the two contributing constructs of SME marketing; namely entrepreneurial marketing and network marketing (Carson & Gilmore, 2000).

Exploring the Potential of e-CRM in SME Marketing Practice

E-Marketing ◽

10.4018/978-1-4666-1598-4.ch060 ◽

2012 ◽

pp. 1012-1029

Author(s):

Fiona McMahon ◽

Aodheen O’Donnell

Keyword(s):

Network Marketing ◽

Marketing Practice ◽

Value Propositions ◽

The Creation ◽

Despite such constraints, it is posited that by exploring the components of e-CRM in the unique context of SME business and marketing practice that a natural synergy exists between e-CRM and SME marketing in the creation of value propositions. Specifically this is addressed through the two contributing constructs of SME marketing; namely entrepreneurial marketing and network marketing (Carson & Gilmore, 2000).

Exploring the Potential of e-CRM in SME Marketing Practice

E-Adoption and Socio-Economic Impacts ◽

10.4018/978-1-60960-597-1.ch008 ◽

2011 ◽

pp. 149-166

Author(s):

Fiona McMahon ◽

Aodheen O’Donnell

Keyword(s):

Network Marketing ◽

Marketing Practice ◽

Value Propositions ◽

The Creation ◽

Despite such constraints, it is posited that by exploring the components of e-CRM in the unique context of SME business and marketing practice that a natural synergy exists between e-CRM and SME marketing in the creation of value propositions. Specifically this is addressed through the two contributing constructs of SME marketing; namely entrepreneurial marketing and network marketing (Carson & Gilmore, 2000).

CREATING SUSTAINABLE COMPETITIVE ADVANTAGE IN BANKING THROUGH TECHNOLOGY, CUSTOMER RELATIONSHIP MANAGEMENT AND INTERNAL MARKERTING

European Journal of Technology ◽

10.47672/ejt.138 ◽

2017 ◽

Vol 1 (1) ◽

pp. 74

Author(s):

Lilian Achieng Onyango ◽

Dr. Paul Katuse

Keyword(s):

Information Technology ◽

Data Analysis ◽

Competitive Advantage ◽

Relationship Management ◽

Descriptive Statistics ◽

Customer Relationship ◽

Sustainable Competitive Advantage ◽

Significant Positive Effect ◽

Positive Effect

Purpose: The purpose of the study was to establish the need of creating sustainable competitive advantage in banking through technology, customer relationship management and internal marketing.Methodology: The research was carried out through an explanatory research. The target population of the study was 3,193 employees of the Co-op Bank. A sample of 68 employees spread across the bank was selected. The researcher used descriptive and inferential statistics in this study. The study used primary data. The study used a questionnaire as the preferred data collection tool. This study used the quantitative method of data analysis which included inferential and descriptive statistics. Descriptive statistics included frequencies and measures of tendency mainly means and frequencies. Inferential statistics included correlation analysis. The tool for data analysis was Statistical Package for Social Sciences (SPSS) version 17 program. The results were presented using tables and pie charts to give a clear picture of the research findings.Results: The findings indicated that information technology has significant positive effect on competitive advantage. The findings also showed that customer relationship management (CRM) has a significant positive effect on competitive advantage of banks. The findings further implied that internal marketing has a significant effect on competitive advantage. Further the findings implied that information technology has significant positive effect on competitive advantage.Unique contribution to theory, practice and policy: Following study results, it was recommended that investment in Information technology be emphasized in the banks as it has an effect on the overall achievement of competitive advantage. The study also recommended that banks should emphasize customer relationship by investing in a customer relationship management system. It was further recommended that employees are central to an effective CRM and as such firms must manage its relationships with their employees if they have any hope of fully serving customer needs and that this is especially important in firms where employees are the eyes of customers.

The mediating role of customer relationship management between e-supply chain management and competitive advantage

International Journal of Data and Network Science ◽

10.5267/j.ijdns.2021.9.002 ◽

2022 ◽

Vol 6 (1) ◽

pp. 263-272 ◽

Cited By ~ 1

Author(s):

Abdalrazzaq Aloqool ◽

Malek Alharafsheh ◽

Hadeel Abdellatif ◽

Lana Ahmad Suleiman Alghasawneh ◽

Jassim Ah-mad Al-Gasawneh

Keyword(s):

Supply Chain ◽

Supply Chain Management ◽

Competitive Advantage ◽

Relationship Management ◽

Customer Relationship ◽

Chain Management ◽

Competitive Position ◽

The Relationship

The purpose of this study is to explore the role of implementing e-supply chain management (E-SCM) on the competitive position of companies and whether implementing customer relationship management (CRM) can affect the relationship between E-SCM and competitive advantage. To achieve this objective, a quantitative approach was utilized. A total of 300 questionnaires were distributed where 243 questionnaires were returned, with 17 incomplete questionnaires being excluded, leaving 226 usable questionnaires. PLS-SEM software was used to analyze the data. The results of this study demonstrate the imperative role of implementing E-SCM and CRM on creating a competitive advantage for firms. It also shows that CRM mediates the relationship between E-SCM and competitive advantage, suggesting that utilizing different technologies can help firms better communicate with their customers and thus better serve them which in turn will enhance customers’ satisfaction and thus boost the competitive position of the firm.

Customer relationship management

International Journal of Bank Marketing ◽

10.1108/ijbm-11-2014-0160 ◽

2016 ◽

Vol 34 (3) ◽

pp. 388-410 ◽

Cited By ~ 26

Author(s):

Suhail Ahmad Bhat ◽

Mushtaq Ahmad Darzi

Keyword(s):

Factor Analysis ◽

Competitive Advantage ◽

Customer Loyalty ◽

Relationship Management ◽

Retail Banking ◽

Customer Relationship ◽

Equation Modeling ◽

Customer Knowledge ◽

Content Type

Purpose – The purpose of this paper is to develop a comprehensive integrated model which helps in explaining the impact of Customer Relationship Management (CRM) dimensions (complaint resolution, customer knowledge, customer empowerment and customer orientation) on customer loyalty and competitive advantage of a bank. The study also explores the mediating role of customer loyalty in the relationship between CRM and competitive advantage in retail banking. Design/methodology/approach – The research is based on a theoretical model which consists of four CRM dimensions and two exogenous variables. These have been used for establishing the hypotheses to analyze relationships between the variables constituting the CRM model. The data have been collected from 278 customers of a private bank. The data were analyzed using structural equation modeling (SEM). The scale was developed and purified through factor analysis (exploratory and confirmatory factor analysis). SEM was then used to examine the causal relationships and “model fit” of the proposed model. Findings – The results provide evidence that the four CRM dimensions have a positive effect on customer loyalty and competitive advantage of the bank. Among the CRM dimensions, customer knowledge is most influential of all the dimensions. Furthermore, customer loyalty acts as the mediator in the CRM model between CRM and competitive advantage. Research limitations/implications – Since, the study involved a single bank and therefore the results should be generalized cautiously. Only four CRM variables were included in the study; additional variables can be introduced in further studies involving different contexts. Practical implications – The study highlights and supports the need for mangers to devote additional resources toward developing a better CRM system. Therefore, mangers need to think beyond the technological aspects and should focus on these four dimensions, especially customer knowledge, to enhance the loyalty and competitiveness. Originality/value – The paper investigated hitherto unexplored relationships between customer-centric CRM dimensions instrumental in providing competitive advantage to a bank through mediational analysis. Thus, it contributes to the information on the implementation of CRM practices valuable for banking sector.

Analysis of the Variables which Determine a Good E-Marketing Strategy

Innovations in SMEs and Conducting E-Business ◽

10.4018/978-1-60960-765-4.ch009 ◽

2011 ◽

pp. 152-168

Author(s):

Beatriz Sainz de Abajo ◽

Isabel de la Torre Díez ◽

Miguel López Coronado

Keyword(s):

Marketing Strategy ◽

Search Engines ◽

Relationship Management ◽

Strategic Plan ◽

Internet Marketing ◽

Global Market ◽

Customer Relationship ◽

The Internet ◽

E Mail

Internet marketing covers all aspects related to the promotion and sale of a product or service through the Internet. This chapter demonstrates how adequate planning is fundamental in a Small and Medium-sized Enterprise (SME) to increase sales. The objective is to analyze the aspects which must be taken into consideration when developing a good e-marketing strategy and to study some of the different alternatives that the Internet and e-marketing make available to us: e-mail marketing, viral e-marketing, geomarketing, and positioning within search engines. Also the concept of Customer Relationship Management (CRM) will be analyzed. The leap into the global market is not easy and the reduction in budgets has inspired marketing professionals to adopt strategies which can be measured and the results controlled, pointing out that the online tactics and tools used by the vast majority of marketing professionals in their strategic plan are banners, search engines, and e-mail.

E-CRM

Encyclopedia of E-Business Development and Management in the Global Economy ◽

10.4018/978-1-61520-611-7.ch043 ◽

2010 ◽

pp. 436-444 ◽

Cited By ~ 2

Author(s):

María Rosa Llamas-Alonso ◽

Ana Isabel Jiménez-Zarco

Keyword(s):

Competitive Advantage ◽

Market Share ◽

Relationship Management ◽

Customer Relationships ◽

Customer Relationship ◽

The Past ◽

The Cost ◽

Business Philosophy ◽

Number Of Firms

As competition and the cost of acquiring new customers continue to increase, the need to build and enhance customer relationships has become paramount for businesses. The building of strong customer relationships has been suggested as a means for gaining competitive advantage (Mckenna, 1993) so, in today’s marketplace, a growing number of firms seek to develop profound, close and long-lasting relationships with their customers since it is much more profitable to keep and satisfy current customers than to manage an ever-changing customer portfolio (Reinartz & Kumar, 2003; Ross, 2005; Llamas-Alonso et al. 2009). This one is a consequence of many paradigmatical changes in the marketing field during the past decades, such as a transition from a focus on the product, transactional marketing, acquiring clients (responsive marketing approach) and market share towards a customer centric approach, relationship marketing, two-way communication, retaining customers (proactive and holistic marketing approaches) and share of customer. Thus, in this fastmoving and highly competitive scenario Customer Relationship Management (hereafter referred to as CRM) emerges as a business philosophy devoted to enhance customer relationships and consequently create value for both the company and the customer.

Barbie in a Wheelchair: Mattel’s Respect to Customer Voice

FIIB Business Review ◽

10.1177/2319714520914210 ◽

2020 ◽

Vol 9 (3) ◽

pp. 181-186

Author(s):

Jashim Uddin Ahmed ◽

Ayesha Tahsin Ananya ◽

Kazi Pushpita Mim ◽

Asma Ahmed ◽

Sarika Iqbal

Keyword(s):

United States ◽

Minority Groups ◽

Relationship Management ◽

The United States ◽

Customer Relationship ◽

The Internet ◽

New Era ◽

The World ◽

Key Aspects

Barbie in a wheelchair has heralded a new era in the magical world of Barbie. Mattel, one of the biggest toy manufacturers, has redefined the way Barbie has been portrayed to the world by introducing their new Black Barbie in a wheelchair. After years of innovation and trial and errors, it has proved that Barbie is not just a make-believe plaything or a representation of a singular aspect of beauty standards. These dolls should be relevant and wholesome when it comes to creating a bridge between customers and the brand itself. Mattel realized not too long ago the significance of inclusion, and now it has ended up hoisting a sensation in all of the United States and globally through the Internet and social media such as Twitter. The IDIC (Identify, Differentiate, Interact and Customize) model, which is an effective customer relationship management (CRM) tool, has been deployed by Mattel to demonstrate how Mattel cares for its customers. Mattel’s customer centrism, devotion towards innovation and inclusiveness are the key aspects which has rewarded the company with a whole new spectrum of acceptance from minority groups with a smile on their faces.